Abstract

Using data from 79 high technology firms in the US and Ireland this studyconcludes that leadership style has both direct and indirect relationships withconsensus decision making and with the reported effectiveness of top managementteams. It focuses on what effective leaders do rather than the individual traits theypossess and distinguishes between four styles of leadership: authoritarian(characterized by the use of instruction and non-contingent reprimand),transactional (influence via exchange of valued rewards for services/behaviours),transformational (inspiring followers to do more than originally expected), andlaissez faire (avoiding decision making and supervisory responsibility). The transformational style of leadership was significantly and positively related, and thelaissez faire style was significantly negatively related to reported team